Nils Myszkowski, Martin Storme, Andrés Davila and Todd Lubart
The purpose of this paper is to provide new elements to understand, measure and predict managerial creativity. More specifically, based on new approaches to creative potential …
Abstract
Purpose
The purpose of this paper is to provide new elements to understand, measure and predict managerial creativity. More specifically, based on new approaches to creative potential (Lubart et al., 2011), this study proposes to distinguish two aspects of managerial creative problem solving: divergent-exploratory thinking, in which managers try to generate several new solutions to a problem; and convergent-integrative thinking, in which managers select and elaborate one creative solution.
Design/methodology/approach
In this study, personality is examined as a predictor of managerial creative problem solving: On one hand, based on previous research on general divergent thinking (e.g. Ma, 2009), it is hypothesized that managerial divergent thinking is predicted by high openness to experience and low agreeableness. On the other hand, because efficient people management involves generating satisfying and trustful social interactions, it is hypothesized that convergent-integrative thinking ability is predicted by high agreeableness. In all, 137 adult participants completed two divergent-exploratory thinking managerial tasks and two convergent-integrative thinking managerial task and the Big Five Inventory (John and Srivastava, 1999).
Findings
As expected, divergent-exploratory thinking was predicted by openness to experience (r=0.21; p<0.05) and agreeableness (r=−0.22; p<0.05) and the convergent-integrative thinking part of managerial creative problem solving was predicted by agreeableness (r=0.28; p<0.001).
Originality/value
Contrary to most research on managerial creativity (e.g. Scratchley and Hakstian, 2001), the study focuses (and provides measure guidelines) on both divergent and convergent thinking dimensions of creative potential. This study replicates and extends previous results regarding the link between personality (especially agreeableness) and managerial creativity.
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Hortensia Mínguez García, Oscar Javier Montiel Méndez and Araceli Almaraz Alvarado
Through the metaphor of navigation, we offer the reader a journey that goes from the literature review about the main theories of creativity throughout the last century to the…
Abstract
Through the metaphor of navigation, we offer the reader a journey that goes from the literature review about the main theories of creativity throughout the last century to the present, to later address it for Latin America, outlining some reflections on its current context, as well as what the future holds. The literature review shows that, unlike the Western Hemisphere, creativity as a line of research in our region has been somewhat neglected, without being given its rightful place, generally very little addressed. Therefore, it is proposed to get back on track, rescuing what has been done and through an exercise of reflection, proposing new lines of research linked to creativity itself, to innovation, and also toward entrepreneurship.
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A general theory of innovation is proposed based on an analysis of the common characteristics and dynamics of two innovation archetypes, natural selection and the scientific…
Abstract
A general theory of innovation is proposed based on an analysis of the common characteristics and dynamics of two innovation archetypes, natural selection and the scientific method, along with innovation in other contexts such as business and technology. This Valuable Novelty Theory posits a probabilistic pattern of innovation called the Innovation Cycle and a complimentary pattern called the Status Quo Cycle. This approach is designed in part to enable the measurement and comparison of innovativeness across a variety of activities, disciplines, and contexts. Two companion articles apply and test this theory.
This paper is one of three published in series, following a hypothetical deductive approach. This first article lays a theoretical foundation. The second article, “Evaluating Mindset as a Means of Measuring Innovativeness,” explains the creation of an evaluation instrument that applies this theory. A third article, “Innovativeness as a Predictor of Entrepreneurial Value Creation,” uses that instrument to test the theory’s predictive capabilities.
Anastasia Kulichyova, Sandra Moffett, Judith Woods and Martin McCracken
Purpose: This chapter explores the strategic role of human resource development (HRD) as a function of talent management (TM) and discusses how HRD activities can help to…
Abstract
Purpose: This chapter explores the strategic role of human resource development (HRD) as a function of talent management (TM) and discusses how HRD activities can help to facilitate more creative behaviours, in the international hospitality industry.
Approach: We focus on TM and HRD research exploring how these lenses are conceptually positioned given our current knowledge on creativity. We draw on the system-based approach to creativity and reconceptualise the creativity components by levels of flexibility/plasticity and outline how such approaches can help creative practice development.
Findings: We rationalise the existing conceptual approaches to creativity and propose a simplified model considering the developmental aspects of creativity. First, we theorise the TM/HRD strategies, such as training and development via learning, as a mechanism to connect TM/HRD to creativity in the organisational setting. We inform the current literature on whether and how creative processes emerge at work and affect creative flow in the bottom-top and top-bottom directions. Second, we advance the development of creativity theory by reconceptualising the established creativity components by degrees of flexibility/plasticity. Such re-conceptualisation allows for more nuanced examinations of organisational stimuli (i.e. training and development) on developmental conceptions of creativity.
Originality: This is the first piece of work that has investigated the fit between TM/HRD and creativity research. Our conceptual model illustrates that creativity can be promoted and developed at work by incorporating developmental initiatives such as TM/HRD.
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Tommaso Savino, Antonio Messeni Petruzzelli and Vito Albino
Into cultural and creative industries, the innovation is increasingly realized by a lead creator which is supported by a specific team. Hence, this paper aims to understand the…
Abstract
Purpose
Into cultural and creative industries, the innovation is increasingly realized by a lead creator which is supported by a specific team. Hence, this paper aims to understand the composition of this particular team.
Design/methodology/approach
The authors conducted an in-depth case study of “Dal Pescatore”. This is the Italian restaurant keeping the highest award previewed by Michelin Guide from the longer period. The main figures of the restaurant are the head chefs (Nadia and Giovanni Santini) who are continually supported by a dedicated team
Findings
The analysis underlines the necessity to create a team which combines aged people linked to firms’ tradition with a low percentage of young foreign apprentices. If the old-timer member assures a deep understanding of the firm’s knowledge base, the young foreign apprentice can show an high learning attitude through which he/she more easily shares their different knowledge.
Research limitations/implications
This study discussed organizational efforts to foster innovation capacities of the main individuals into a firm. However, the present research suffers from some limitations which limits the generalizability of the results beyond the company studied: a single case study on a small and family firm with consolidated organizational routines. In addition, this research does not solutions about the mechanisms of interaction among these different team members.
Originality/value
Recent studies observed how a number of cultural and creative firms innovate through a particular team that develops the ideas of a lead creator. Nevertheless, despite the increasing importance of these teams, their composition remains unclear.
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This paper explores an important aspect of creativity within the top management team (TMT). Specifically, prior research has not addressed the relationship between alternatives…
Abstract
This paper explores an important aspect of creativity within the top management team (TMT). Specifically, prior research has not addressed the relationship between alternatives generated and alternatives realized within the TMT as a part of the decision‐making process, choosing instead to address only alternatives realized or TMT correlates of organizational outcomes. It is argued that a framing perceptual bias exists within individual TMT members and among TMT members as a group such that threat frames may decrease creativity and opportunity frames may increase creativity. In addition, the strategic issue array and TMT power structures are examined as influences on alternative generation and it is suggested that excessive issue array size or highly imbalanced power structures both negatively impact creativity within the TMT. Implications for research and practice are considered.